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Toward an Understanding of Macrocognition in Teams: Predicting Processes in Complex Collaborative Contexts

Fiore, Stephen M ; Rosen, Michael A ; Smith-Jentsch, Kimberly A ; Salas, Eduardo ; Letsky, Michael ; Warner, Norman ;Gorman, Jamie C (Editor) ; Cooke, Nancy J (Editor) ; Salas, Eduardo (Editor)

Human Factors: The Journal of Human Factors and Ergonomics Society, April 2010, Vol.52(2), pp.203-224 [Peer Reviewed Journal]

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  • Title:
    Toward an Understanding of Macrocognition in Teams: Predicting Processes in Complex Collaborative Contexts
  • Author/Creator: Fiore, Stephen M ; Rosen, Michael A ; Smith-Jentsch, Kimberly A ; Salas, Eduardo ; Letsky, Michael ; Warner, Norman
  • Gorman, Jamie C (Editor) ; Cooke, Nancy J (Editor) ; Salas, Eduardo (Editor)
  • Language: English
  • Subjects: Team Performance ; Macrocognition in Teams ; Collaborative Problem Solving ; Knowledge Building ; Externalized Cognition ; Team Cognition ; Naturalistic Decision Making ; Knowledge-Based Team Performance ; Engineering ; Psychology
  • Is Part Of: Human Factors: The Journal of Human Factors and Ergonomics Society, April 2010, Vol.52(2), pp.203-224
  • Description: Objective: This article presents a model for predicting complex collaborative processes as they arise in one-of-a-kind problem-solving situations to predict performance outcomes. The goal is to outline a set of key processes and their interrelationship and to describe how these can be used to predict collaboration processes embedded within problem-solving contexts. Background: Teams are increasingly called upon to address complex problem-solving tasks in novel situations. This represents a domain of performance that to date has been underrepresented in the research literature. Method: Multidisciplinary theoretical and empirical literature relating to knowledge work in teams is synthesized. Results: A set of propositions developed to guide research into how teams externalize cognition and build knowledge in service of problem solving is presented. First, a brief overview of macrocognition in teams is provided to distinguish the present work from other views of team cognition. Second, a description of the foundational theoretical concepts driving the theory of macrocognition in teams presented here is provided. Third, a set of propositions described within the context of a model of macrocognition in teams is forwarded. Conclusion: The theoretical framework described in this article provides a set of empirically testable propositions that can ultimately guide practitioners in efforts to support macrocognition in teams. Application: A theory of macrocognition in teams can provide guidance for the development of training interventions and the design of collaborative tools to facilitate knowledge-based performance in teams.
  • Identifier: ISSN: 0018-7208 ; E-ISSN: 1547-8181 ; DOI: 10.1177/0018720810369807